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| Criterion |  Product Discovery Kano Model |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-2 Tage | 2-4 h | Half day | 1-5 Tage |
Participantsdifferent | 10-50 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | SatisfactionPrioritizationCustomer | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability |